Emma Bradding

HR professionals - our HRizon employment law newsletter covering the key legal developments from April is here. In this edition, we: • consider whether a trial period in a new role can be a reasonable adjustment for disability; • look at the equal pay risks arising from seconding higher-paid staff into roles which usually attract a lower rate of pay; • explore the updated governmental guidance on annual leave and holiday pay;  • provide a detailed tracker summarising the key pieces of employment legislation expected to come into force over the next year; and • highlight other key cases and HR news from the last month. Read more here: https://lnkd.in/dnyjJJyi #HR #Employment #HumanResources

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How important is job title? All firms will recognise NQ as the most junior level Lawyer, and Partner as the most senior. But in between this, firms will have their own individual pyramid structure. Different firms will have different job titles for their Lawyers, in line with their own benchmarking system. Example. A regional Lawyer has progressed at their current firm from Solicitor, to Associate and is now a Senior Associate. They target a new firm in London – much higher salary, quality work, supportive of ongoing development. A fantastic opportunity that meets and exceeds all expectations. BUT, the new firm has a different job title structure, and the new position would be an Associate role. Not a reflection on the Lawyer’s ability, and not being treated any differently to the Lawyers already working at the new firm. It’s just the structure the new firm has in place. In a year’s time the new firm would promote the Lawyer to a Senior Associate anyway which would still be in line with their own benchmarking. Absolutely everything about the new role is perfect except for immediate job title. Is this enough to prevent you from joining the new firm? What do you do?

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I have been chatting to many legal clients over the last few weeks who are still saying one of the key challenges remains attracting talent in a tight market. I have outlined some key advice I would give my clients across private practice and in-house to give them every opportunity to hire the best talent for their team! -           Define your employer branding and ensure that is comes through clearly in all communications – candidates want to know about company values, culture, career paths, work quality, commitment to DE & I etc. Also think about who you are competing with for talent and what makes you different -           If you have testimonials/client case studies I would ensure that you promote these -           Regularly review your compensation and benefits packages – we are more frequently being asked for detailed benefits breakdowns  with an increased focus on wellness benefits and benefits to assist with work life balance -           Work life balance – Hybrid working is no longer seen as a benefit but something that candidates are expecting and so having a good level of work life balance will open up a wider pool of talent -           Professional development and training – be clear and transparent if you can about typical career paths for people – not only will this help to attract talent but also it will assist with retention of existing employees -           Streamline your recruitment process! We are advising clients that they need to keep their process streamlined. I would still recommend two interviews so both the candidate and the client can ascertain if the role is right for both parties but many more processes and you run the risk of loosing candidates in process. -           Use the interview to promote the points above !! For any clients keen to discuss the legal market and talent availability get in touch today to discuss further lindsey@conektlegal.com #legalcareers #solicitorcareers #legaljobs #recruitmentadvice

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What happens if you have been discriminated against when your employer is UK based but the discriminatory conduct, including the decision to dismiss, is at the hands of someone based in the US, what are the jurisdictional issues this poses ? Have read of our latest blog https://lnkd.in/eB5fP5KN #discrimination #jurisdiction #US #employment #farorelaw

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Legal sector recruitment may have skipped a beat again in 2023 but H2 2024 could be about to get crazy. Some legal practice areas have always demonstrated resilience in the face of adverse economic headwinds, off the top of my head I would say Insurance, Crime, Family. Others have a symbiotic relationship with UK PLC, and when things are tough hiring and progressive career moves can grind to a halt. The job market in general. Sandwiched between the Financial Crisis and the Pandemic is the normal beating heart of the UK jobs market, with its seasonal ups and downs. Most were expecting a journey back to normalisation after the Great Resignation but 2023 was in fact another crisis, and enough to force the job market to skip another beat. Construction, Corporate and Real Estate. The Practice areas most exposed to interest rate rises. At the risk of over simplification, raising finance is harder, borrowing costs more, investors can get a decent return somewhere else with little or no risk. Fewer construction and build projects get off the ground, ergo less work for lawyers. Housebuilding follows the fortunes of the wider residential property market of course, where transactional volumes have dropped, reducing demand for residential property lawyers. M & A was down a fifth in 2023 compared to 2022, same challenges around borrowing and also buyers and sellers finding it harder to agree on a price e.g. reduce your price please because this is costing me more to finance. Er no thanks, I have a mortgage to pay off myself. What could change in the second half of 2024? The stars are aligning for an interest rate cut later in the year. We are likely to see a steady cut rather than a cliff edge but it will generally make borrowing cheaper and investment more attractive. The early General Eelection is going to help too, business does not really like change, but best to rip the plaster off early in the year, and any incoming government is unlikely to be rocking the boat so much. There is also positive economic sentiment, which brings with it cross sector confidence. The Crystal Ball. There's a lot of pent up ambition in Construction, Corporate and Real Estate, so we could see a surge of movement in those practice areas, at all levels. Confidence will also return in general, so we will see an increase in growth driven hires, and lawyers looking to make progressive career moves, across most practice areas. Beyond that, normalisation in the legal recruitment cycle, a nice regular heartbeat signalling a healthy sector. Get in touch or comment If you agree, disagree, something resonates or grates. Or, reach out privately on here if you want to get ahead of the curve and work with me exclusively, and confidentially on your upcoming job search.

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In the final instalment of our weekly Q&A series with LexisNexis UK exploring the top 10 questions asked by lawyers looking to move in-house from Private Practice; Karolina Mikulicz-Church and I are considering: 💥 Can you return to private practice after moving in-house? 💥 ❇ Having made the move in-house does not preclude you from returning to private practice although it is not a frequently trodden path.   ❇ Many lawyers we work with have successfully made this move, and the experience gained whilst in-house can be invaluable when returning to private practice. ❇ It is important to recognise that transitioning from in-house to private practice may involve a different set of challenges compared to your initial move. Be ready and prepared to effectively articulate the rationale for your move and how your in-house experience adds value to private practice clients. ❇ Some lawyers find that their in-house experience enhances their marketability, while others may need to strategically position their skills and experiences to align with the expectations of law firms.   ❇ Emphasise any commercial knowledge and practical experience gained during your time in-house. Clients often value lawyers who not only understand the law but can also provide strategic advice aligned with business objectives. ❇ Be proactive, maintain a strong professional network with solid relationships, and highlight the value you bring because of your in-house experience. ❇ Recognise that every career path is unique, and the process of returning to private practice may take time.   If you’re thinking about making the move and would like a confidential discussion, we'd love to hear from you. Drop us a line: 📧 fiyinfayeye@taylorroot.com 📧 karolinamikuliczchurch@taylorroot.com

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The largest law firms see “attracting and retaining good lawyers” as their biggest challenge over the next 12 months, according to a recent LexisNexis UK survey. The survey found 70% of associates would be encouraged to stay at their firm by a salary hike – the lever firms tend to pull to retain talent. But are there other levers? Absolutely. 36% would stay for greater career development 23% would stay for more interesting client work 22% would stay to use cutting-edge legal tech 20% would stay if there were more support staff Truly strategic work allocation, driven by Capacity’s technology, can help: ✅ Match lawyers with more of the work they need to grow ✅ Account for attorney preferences and enable them to pick their own work ✅ Give your people access to leading resource management technology ✅ Free up support staff to focus on pastoral activity Drop us a line to learn more, or sign up to our newsletter to get research insights like these direct to your inbox. Link in the comments 🔗

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Nailing an interview for an in-house legal position requires more than just showcasing your qualifications. In our latest blog, we explore how asking insightful questions can demonstrate your understanding of the role and your eagerness to contribute to your potential employer's success. Read the full article here: https://lnkd.in/eE-ZpfWH #InhouseLegalRoles #InterviewAdvice #BuchananLaw

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On 22 April 2024, the High Court ruled that the Competition Appeal Tribunal was wrong in setting a different legal standard for the Competition and Markets Authority (CMA) to exercise its powers to raid domestic premises, as compared to business premises. The judgment represents a significant victory for the #CMA, whose approach to pursuing domestic #dawnraids had come under scrutiny in the CAT’s initial ruling in October 2023.   In this briefing, Tim Blanchard and Jennyfer Moreau discuss the key points of interest from the April 2024 High Court judgment.   #antitrust #competition

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Watch our latest #webinar, "Labour’s big plans for employment law" where our experts BDBF Managing Partner Gareth Brahams and Principal Knowledge Lawyer Amanda Steadman consider what changes a Labour Government might make to employment law. Check out the recording and access the slides here 👇 https://lnkd.in/eEYfwrSJ #ukemplaw #employmentlaw

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🌟 Discovering Specialist Legal Support in Law 🌟 Recruitment isn't just about filling a space; it's about pinpointing the ideal fit. For Legal Support in law firms whether that be Legal Secretaries / HR / Finance or any role in between, the match-up process can truly make or break the effectiveness of your team. Here's why our specialisation counts: ✨ Expertise That Makes a Difference The National Support Desk here at Douglas Scott brings a deep understanding of the nuances within the Legal Support field. We know that it's not just about qualifications - it's about finding someone who syncs perfectly with your firm's ethos and workflow. 🔍 Pinpoint Positioning Like a well-drafted contract, there's no room for ambiguity when it comes to finding the right fit for your team. The National Support Desk is driven to place individuals not just in a role, but in their ideal professional habitat where they can thrive and contribute meaningfully. 💡 The Power of Networks Our National Support team have an eye for talent that often isn't even on the market yet. With our finger on the pulse, we connect you to a hidden pool of exceptional candidates, leveraging relationships forged over years in the industry. 🚀 More Than a CV Legal Support are the backbone of any law firm, and identifying those with the right blend of skills and personality demands a human touch - something that goes beyond what's on paper. For insights into the current market, to discover the next member of your Legal Support team, or to discuss any vacancies you would like support with - See my contact details below. 📧rio@douglas-scott.co.uk ☎️ 0121 272 7371 #LegalRecruitment #LegalSupport #LawFirmSuccess

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Following yesterday's Supreme Court judgment in Fiona Mercer v Alternative Futures Group on UK strike legislation being incompatible with the European Convention on Human Rights, PersonnelToday have published commentary from me in their digital magazine: https://lnkd.in/esnBqpyC With thanks to Emma Sosner & Giselle Daverat. #askamanda #strike #employeerights #hr #employmentlaw #employmentrights #employeerelations

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Bloomberg law looks at Chambers and Partners - is it ethical to pay for rankings? Clearly not, but the questions should be is how accurate are the results? Let’s put the costs to one side, I regularly speak to lawyers who are ranked and take great pride in those rankings, the rankings of their colleagues, peers and the idea that it is influenced by client feedback resonates with lawyers. Not every lawyer or firm is ranked but many really do work towards this. Not all law is fought out in the court room in fact that’s such a small percentage and the various rankings offer the market a degree of validation, a chance to be recognised, to have your day and to be benchmarked. The rankings are a relativity game when the reality is that the top of law is crowded and there is a lot of noise. ‘Great’ is often matched with great so the differential between one firm or team or partner and another can be finite, but just might make the difference. Is there an issue with it being PE owned? No - businesses are there in part to maximise a profit so it’s unfair to judge the rankings by the ownership, unless the pursuit of profit collides with the idea that the rankings are a honest benchmark. This is where the ‘free to play, pay to win’ model doesn’t work for me. We cannot accept a world where the band 1 practice(s) can only be held if you pay X fee and over an extended time. It lessens the brand of ‘Band 1’! Which doesn’t seem right or fair in any level. Legal 500 and Chamberd are free to use. Some like Juve.de which gets good you pay for the rankings. Both models work and lead to great results but ultimately someone has to pay for the service it just shouldn’t impact the award. Ultimate all rankings form part of brand so advertising is a big part of it. However the amount you pay shouldn’t impact the band you are awarded, that needs to be a strick no no. The process of collecting the rankings and manouvering the firms, individuals, newcomers etc must be an immense effort. It’s a really useful resource and an impressive feet. Big law has so many barometers for success, one being PEP. The issue with PEP is that it doesn’t resonate with clients. Scale can send mixed messages in a world where quality and creativity are valued the largest team isn’t always the best. Years of experience, used to be impactful but I feel increasingly it’s more neuanxed and experience by way of years simply doesn’t get things over the line on its own. So there is a big need for rankings providing they are honest. #fidessearch #webringtherightpeopletogether #law #rankings https://lnkd.in/eE7h-3kM

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Navigating Paternity Leave Changes: Are You Prepared? If you're in the throes of a workplace baby boom, April's legislative changes are calling! As a business, do you fully grasp the updated paternity leave entitlements? 👶 Know the Basics: Eligible employees, after 26 weeks of continuous service, can now take paternity leave in separate one-week blocks within 52 weeks of a new arrival. This is a significant shift from the previous requirement of taking leave in a strict two-week block within 56 days of birth or adoption—flexibility has arrived! ⏰ Timing is Everything: Remember when 15 weeks' notice was the standard? Scratch that. Today's the era of swift shifts; from April '24, the notice period shortens to 28 days. This means you and your employees can adapt more rapidly to new family dynamics. 💷 Let's Talk Money: Your employee's pocket won't feel light, as paternity pay rises to £184.03 weekly, or 90% of their average earnings if that's lower. And, it's all in line with the contractual duties you owe them. 🏦 Who's Footing the Bill? It's you, the employer, who'll pay paternity leave, tax, and national insurance considered. For those mathematical headaches, the government's calculator is your new best friend. 📝 Filing Made Simple: Reclaiming 92% (or 103% if eligible for Small Employers' Relief) of paternity pay is straightforward through your payroll system. Keep HMRC in the loop with Employer Payment Summaries to get what's yours back. 🏖️ Bank Holiday Dilemma? If a public holiday falls during paternity leave, whether this counts as statutory holiday or warrants time off in lieu, hinges on your employment agreements. Check your policy—it holds the key. 🕓 The Ins and Outs: The window for paternity leave now extends to an entire year after a child's birth or adoption, starting from April 6th, 2024. It's goodbye to the 56-day barrier and hello to planning with ease. 👉 Consider Unpaid Leave: Tap into flexibility with unpaid leave. Offer this alongside statutory rights for the benefit of your team. It can proudly sit in your contract of employment. Moreover, don't overlook Shared Parental Leave—a revolutionary approach since 2015 that's empowering parents to divvy up leave and strike that elusive work-life harmony. For all things employee experience, including the intricate dance of paternity leave, stick with us. And don't miss out—sign up for updates that keep you ahead! #PaternityLeave #HRUpdate #EmployeeExperience

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When is the right time to explore new opportunities? Timing can be key in the Legal sector. Consider this: if you’re a lawyer hoping for a promotion in July, it might seem sensible to delay exploring external opportunities until you’ve secured that promotion. Negotiating from a higher level appears advantageous, doesn't it? It can be, however there are many reasons, often beyond your control, why a promotion might not happen as planned. If you're approaching a promotion in the second quarter and interviewing with a firm who are keen to hire you, they know they will have to either match or exceed your expected new status to secure you. However, if your promotion falls through and you delay exploring new opportunities until the third quarter, the chances of being considered for a higher-level role externally are significantly reduced, especially if your current firm has already passed you over. It’s much more challenging to secure a higher role later in the year and is wise to secure your promotion now. If you’d like to explore options give me a call 0447 292 500 #legaljobs #legalrecruitment #lawfirmlife #legalcareers #lawfirmjobs

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A very interesting and important article in the Financial Times about the significance of truly independent investigations and the avoidance of conflicts of interest when large law firms lead investigations into their clients’ activities. This is where independent investigations and specialist disputes firms plug a gap in the market. #Law #LegalNews #Investigations

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Internal Legal Team VS Outsourcing After connecting with a lot of Senior members of Legal Teams recently and asking their thoughts, the majority seemed to favour the benefits of having an internal team. The benefits of having an internal team are: - Deep Understanding of the Business: In-house legal teams are fully integrated into the company. - Cost Efficiency: Maintaining an in-house legal team can be more cost-effective in the long run, they can proactively manage and mitigate risks, potentially avoiding expensive litigation and compliance issues. - Immediate Availability: An in-house legal team can address urgent issues immediately. This immediacy can be crucial in situations requiring quick legal responses from legal professionals who are already familiar with the company. - Consistent Legal Strategy: Having an in-house legal team ensures that the company’s legal strategy is consistent and cohesive. - Confidentiality and Security: Sensitive legal matters require utmost confidentiality and security. - Tailored Training and Development: In-house legal teams can be trained and developed to meet the specific needs of the company. By investing in an in-house team, companies can ensure they have dedicated legal professionals who are not only aligned with their goals but also integral to their success. Some companies do look at Legal as an immediate expense, they don't look at the savings for the future. Feel free to share your thoughts and experiences with in-house legal teams versus outsourcing in the comments below!

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